Managing Cultural Change

Facilitating your process journey …
Managing Cultural Change
ASQ Presentation
Henry Schneider
Process and Product Quality Consulting, LLC
September 4, 2007
Agenda
Roles and
Change
Responsibilities for Key Elements That
Management
Organizational Affect Change
Concepts
Change
September 4, 2007 ®2007***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 2
Change Management
Concepts
Change Happens
Despite our best

efforts things will
change
Sources of
Change
•Audit/assessment/ Change is
appraisal findings disruptive,
•Lessons Learned whether you see
•Improvement it as good or bad
Suggestions
•Benchmarking
•Etc.
Being prepared to manage change is half the battle won

Plan for the Change
Identify strategies,
approaches, and Establish team(s) Manage the
Document the
actions to address to implement the change(s) to the
plan(s)
the identified action(s) plan(s)
change(s)
To plan for change, you must first understand how to manage change
A Change Model
Desired State
Transition State • Change has
Present State been
• Disruption that implemented
WILL happen and business
• A need has
• Loss of value returned
been identified
productivity
for an
improvement
Organizational Change Steps
Measure
Assess Define
desired Develop business
organiza- state and enduring value of the
tional determine sponsor-ship
strategy improve-
readiness
ment
Implement
Assess Equip team
the
Establish present and plan the
capability
sponsor-ship capability improve-
improve-
and culture ment
ment
SEI IDEAL Model

A Process
for Process
Improvement
The Journey to Alignment
Official Official
Process Process Official
Process
Perceived
Perceived,
as Practiced
Process Process
Perceived Practiced Process
as
Process
Practiced
Change Management enables RAPID alignment!
Change Adoption Varies Among People
The
Chasm
Time
Source: Moore, Crossing the Chasm, 1995
Managing change accelerates deployment

Innovators
• aggressively pursue new technology, often before

Definition it is even tried by the company, regardless of
applicability
• technology and newness

• change for the sake of change: “New is always
Motivation better”
• unshakeable belief in linear progress
Support for • since small, cannot influence adoption

• have short-term commitment to any particular
Change innovation
Process • are not seen as “players”
Source: Definitions derived from Everett Rogers, Diffusion of Innovations, 1983.

Early Adopters
• seek solutions to problems
• are visionaries
Definition • can understand new technology, but using
something new is not their goal
• solving a problem
Motivation • finding a match for their vision of a solution
• “There is a better way” mentality
Support for • willingness to try a solution makes them ideal

target for pilots
Change • can become change agents
Process • might have problems dealing with pragmatists

Early Majority
• quite comfortable with technology
• strong sense of practicality
Definition • unwilling to spend effort on an untried solution,
not “their” problem
• real, immediate benefits

• small personal investment
Motivation • short time to return on investment
• “Wait and see” mentality
Support for • weak at best

• they are the target of the major thrust of the
Change effort
Process • once they’ve bought in, success is near

Late Majority
• like early majority, with added element of

Definition discomfort with technology
• newness is gone and the innovation has

Motivation become the standard
• “I only work here” mentality
Support for • none

• they have to be considered because there is
Change no institutionalization, much less
Process internalization, without their participation

Laggards
• enemies of change
• technology is feared and distrusted
Definition • there is one way of doing things and it is the
traditional one
• none
• they are by definition dragged into change, if at
Motivation all, often left behind
• “Tried and true” mentality
Support for • none

Change • they will not adopt change unless it occurs
without them being aware of it
Process

Managing the Transition
Changing
behavior • Providing skills
requires an • Providing resources
appropriate • Aligning the reward system
approach to
Dealing with Visionaries
Deal with
resistance Procure
•listen to Provide resources to
Raise grievances
Sell the vision Plan a pilot training in make the
awareness •be prepared to
adjust the vision new skills pilot
•be prepared to successful
learn from their
experience
Messages about success don’t always cross the chasm, but messages about failure do!
Strategy for Crossing the Chasm
Assemble the Revise products to Plan the pilot for

team for the pilot make the effort success
Use previous easier to digest
Select a pilot •use visionaries only if •failure is unacceptable
experience to they can communicate and unrecoverable
project for the •simplify templates
modify team with pragmatists •simplify process •guaranteeing success
early majority
vision •add external resources •tailor as needed is not cheating, this is
as necessary not a game
Attempting to Cross the Chasm
Things that don’t work

Half-day Declaring the new Expecting the Trusting that the
Formal training on
orientation processes as the reward structure benefits will
a reference model
training on the standard that all to ensure become evident
(CMMI, ISO 9000)
reference model must follow compliance on their own
Better ways
Half-day orientation Establishing
Just In Time Coaching and
on the organization’s Providing tools, relevant measures
training on the mentoring on the
processes and training, and of progress and
organization’s improvement new processes as
rewards as needed monitoring them
processes approach projects start
publicly
Propagating the Change
Communicate pilot Closely monitor to ensure

successes success
• sell the problem
Change the teams, process, • put in place many early warning
• use the early majority pilot as and training assets as systems
exemplar needed • do not let a project fail, rescue it
• be open and frank about tailoring
to other projects
Crossing the Gap to the Late Majority
Support individual
projects until
adoption is complete
Make constant
Communicate that Change rewards and Put process goals into •goal of 85% of all projects
adjustments to the
the PAL is the only punishments management committed satisfied
Process Asset Library •compliance is NOT
accepted standard accordingly objectives
(PAL) as needed commitment
Roles and
Responsibilities for
Organizational Change
Change Roles
Authorizing Reinforcing Champions (CH) Change Agents Participants (P)

Sponsor (AS) Sponsor(s) (RS) • believe things can (CA) • use the process
• legitimizes change • allocate resources be different and • implement the • adopt new
initiative • remove barriers continuously act as change behaviors, habits,
• holds reinforcing advocates for the • keep everyone and emotions
• express, model, and change
sponsors reinforce change informed
accountable for • surface and handle
change resistance
A person might change roles over the course of the change or have multiple roles at the same time
Typical Positions of Change Roles

CEO/AS
VP/RS VP/CH VP/RS

Champions
(CH) and
Participants Mgr/RS Mgr/CA Mgr/RS Mgr/CH
(P) can
appear at any
level Lead/CA CA P CH
Lead/P P P
When Sponsorship Goes Awry

CEO/AS
“Black Holes”
can appear at VP/ VP/ VP/
any level and
in any change
management Mgr/ Mgr/ Mgr/ Mgr/
role
Lead/P P P P
Lead/P P P
Change Mgmt Responsibilities
Sponsor Authorizing Sponsor Reinforcing Sponsor Champion Change Agent

•Authorizes, legitimizes, •Legitimizes the change by •Establishes and •Identifies the rationale •Plans and implements the
and demonstrates asking the whole communicates the change and motivation for change roadmap
leadership for the change organization to support strategy - may be a “thought •Identifies resources
•Expresses the need for the change •Creates an infrastructure leader” in the organization needed for the
the change •Holds the Reinforcing to show commitment •Advocates the change implementation and
•Models the desired Sponsors accountable •Participates in goal setting within the organization, by communicates with the RS
change •Communicates the change •Provides resources and gaining peer commitment •Builds support for the
•Rewards and recognizes to all levels of the removes resistance and •Provides support change throughout the
those who have arrived at organization barriers throughout the change organization
the desired state •Monitors the progress •Monitors status and process •Assists participants in
through the Reinforcing progress of change teams •Provides guidance for implementing the change
Sponsors •Establishes a reward and change teams •Reports progress
•Rewards early adopters recognition system •Identifies and deals with
resistance
Key Elements That

Affect Change
Resistance Happens
Characteristics of participant Resistance cannot be ignored – you
resistance must manage it
• Can be passive • Understand concerns and issues
• disinterested - it’ll pass, there will • Explain the change from participant
be another change coming along point of view
• stalling tactics, excuses • Resistance can provide learning
• “I have too much real work to opportunities for change agents
do”
• “I agree with you in principle, but
it will never work here”
• Can be active
• confrontational
• subversive
Whether the change is perceived as positive or negative, resistance is inevitable and disruptive
Organizational Change Alignment

Unified Chaos
Tug of war Full-scale war
Organizational visions, values, and behaviors need to be aligned with the change
Institutionalizing Change
If no commitment Inertia toward change
If no ability Ineffective performance
If no measurement Undetected problems
If no verification Declining compliance

Practices will decay if they are not institutionalized
Summary
Plan and perform change management to ensure successful change
Identify the people involved and their roles
Clearly establish responsibilities and skills needed
Recognize and deal with resistance
Align rewards and recognition with the desired behavior
Change is difficult. It requires support and encouragement. Open communication enables people to
understand what is expected of them and motivates them to participate in the change effort.
PPQC Offerings
Consulting
• CMMI
• Software Engineering
• Systems Engineering
• Process Improvement
Appraising
• SCAMPI A, B, C
• Gap Analysis
Training
• CMMI
• Process Improvement
• Action Planning Workshops
• Measurement and Analysis
• Process Area Specific Training
PPQC Contact Information
Process and Product Quality Consulting, LLC

Corporate Headquarters
Address: 2111 Heather Green
Houston, TX USA 77062
Phone: 281-218-6682
E-mail: henry@ppqc.net
Thank you!
 Thank you very much for your attention!
 Please feel free to contact me if you have any

questions or comments

Managing Cultural Change

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Facilitating your process journey …

Managing Cultural Change

Despite our best

Being prepared to manage change is half the battle won

Plan for the Change

Organizational Change Steps

SEI IDEAL Model

The Journey to Alignment

Change Management enables RAPID alignment!

Change Adoption Varies Among People

Source: Moore, Crossing the Chasm, 1995

Managing change accelerates deployment

• aggressively pursue new technology, often before

• technology and newness

Support for • since small, cannot influence adoption

Source: Definitions derived from Everett Rogers, Diffusion of Innovations, 1983.

Support for • willingness to try a solution makes them ideal

Source: Definitions derived from Everett Rogers, Diffusion of Innovations, 1983.

• real, immediate benefits

Support for • weak at best

Source: Definitions derived from Everett Rogers, Diffusion of Innovations, 1983.

• like early majority, with added element of

• newness is gone and the innovation has

Support for • none

Source: Definitions derived from Everett Rogers, Diffusion of Innovations, 1983.

Support for • none

Source: Definitions derived from Everett Rogers, Diffusion of Innovations, 1983.

Managing the Transition

Dealing with Visionaries

Strategy for Crossing the Chasm

Assemble the Revise products to Plan the pilot for

Attempting to Cross the Chasm

Things that don’t work

Propagating the Change

Communicate pilot Closely monitor to ensure

Crossing the Gap to the Late Majority

Authorizing Reinforcing Champions (CH) Change Agents Participants (P)

Typical Positions of Change Roles

VP/RS VP/CH VP/RS

When Sponsorship Goes Awry

Change Mgmt Responsibilities

Sponsor Authorizing Sponsor Reinforcing Sponsor Champion Change Agent

Key Elements That

Organizational Change Alignment

Tug of war Full-scale war

If no commitment Inertia toward change

If no ability Ineffective performance

If no measurement Undetected problems

If no verification Declining compliance

Plan and perform change management to ensure successful change

Identify the people involved and their roles

Clearly establish responsibilities and skills needed

Recognize and deal with resistance

Align rewards and recognition with the desired behavior

PPQC Contact Information

Process and Product Quality Consulting, LLC

 Thank you very much for your attention!

 Please feel free to contact me if you have any

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